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Clarity, Confidence and Community

2015 CSC GRI G4 REPORT

AUGUST 2015

Clarity, Confidence and Community

2015 CSC GRI G4 REPORT

Clarity, Confidence and Community

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Except where indicated, this report presents data and other information for CSC’s fiscal year 2015, from March 29, 2014, through April 3, 2015.

I. Generic standard disclosure (GSD)

I.1. Strategy and analysis

G4-1: Provide a statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability Please refer to our CEO Letter page 1 of our 2015 Corporate Responsibility and Sustainability report: http://assets1.csc.com/cr/downloads/CSC_CorporateResponsibilityReport.pdf http://www.csc.com/cr

I.2. Organizational Profile

G4-3: Report the name of the organization COMPUTER SCIENCES CORPORATION (Exact name of Registrant as specified in its charter) G4-4: Report the primary brands, products, and services CSC (NYSE: CSC) is one of the world’s leading independent IT services providers, with approximately 2,500 clients worldwide. CSC offerings include next-generation cloud computing and other as-a-service solutions, managed and virtual desktops, mobile device management, unified communications and collaboration services, data center management and compute and managed storage. The company also provides consulting offerings that combine industry, business process and systems integration expertise, as well as industry-based software, services and business process services and outsourcing. Our software solutions and process-based intellectual property focus on insurance, banking, healthcare and life sciences. CSC also provides leading cyber security, applications modernization and mobility services. See additional information on: http://www.csc.com/cr http://assets1.csc.com/cr/downloads/CSC_CorporateResponsibilityReport.pdf pages 2 and 3 “About Us” http://www.csc.com/solutions http://assets1.csc.com/about_us/downloads/CSC_Profile_Graphic.pdf G4-5: Report the location of the organization’s headquarters See section "About Us" in the 2015 CR report. http://assets1.csc.com/cr/downloads/CSC_CorporateResponsibilityReport.pdf pages 2 and 3 “About Us” http://www.csc.com/about_us/flex/32026-global_locations Worldwide CSC Headquarters The Americas 3170 Fairview Park Dr., Falls Church, VA 22042 United States +1.703.876.1000 Asia, Middle East, Africa Level 9, UE BizHub East 6 Changi Business Park Avenue 1 Singapore 468017 Republic of Singapore +65.6809.9000

Community

2015 CSC GRI G4 REPOUGUST

2015

Community

2015 CSC GRI G4 REPOUGUST

2015

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Australia 26 Talavera Road Macquarie Park, NSW 2113 Australia +61(2)9034.3000 Central and Eastern Europe Abraham-Lincoln-Park 1 65189 Wiesbaden Germany +49.611.1420 Nordic and Baltic Region Retortvej 8 DK-2500 Valby Denmark +45.36.14.4000 South and West Europe Immeuble Balzac 10 place des Vosges 92072 Paris la Défense Cedex France +33.1.55.707070 UK and Ireland Region Floor 4 One Pancras Square London N1C 4AG United Kingdom +44.020.3696.3000 G4-6: Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report. See exhibit 21 on our Annual Financial 10K Report: http://www.csc.com/investor_relations/ds/34081-sec_filings http://assets1.csc.com/investor_relations/downloads/CSC_Annual_Report_2015_10k.pdf https://www.sec.gov/Archives/edgar/data/23082/000002308215000023/csc403201510-kex21.htm Please find below our facilities country list: N.B. All of the countries listed below are countries where we have physical presence. We operate in over 70 countries as CSC employees deliver services at customer sites, many of which that support the US public sector, and where we do not have actual locations.

Afghanistan Algeria Argentina Australia

Germany Guyana Honduras Hong Kong

Peru Philippines Poland Portugal

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Austria Bahrain Belgium Bolivia Bosnia Brazil Bulgaria Canada Chile China Colombia Costa Rica Czech Republic Denmark Dominican Republic Ecuador Egypt Finland France Guatemala

Hungary India Indonesia Ireland Israel Italy Japan Korea Kosovo Lithuania Luxembourg Malaysia Mauritius Mexico Netherlands New Zealand Nicaragua Norway Oman Panama

Qatar Romania Saudi Arabia Serbia Singapore Slovakia South Africa Spain Sweden Switzerland Taiwan Thailand Trinidad & Tobago Turkey UK United Arab Emirates Uruguay USA Venezuela Vietnam

G4-7: Report the nature of ownership and legal form Please refer to our annual 10K report: http://assets1.csc.com/investor_relations/downloads/CSC_Annual_Report_2015_10k.pdf G4-8: Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries) For the list of our industries and customers: http://www.csc.com/solutions For a list of our global locations and regional sites: http://www.csc.com/about_us/flex/32026-global_locations G4-9: Report the scale of the organization, including: -Total number of employees -Total number of operations -Net sales (for private sector organizations) or net revenues (for public sector organizations) -Total capitalization broken down in terms of debt and equity (for private sector organizations) -Quantity of products or services provided Total number of employees as of March 31/2015 = 70516 Total number of operations: please see p. 15-16 of our Annual 10K 2015 report (item 2. Properties) http://assets1.csc.com/investor_relations/downloads/CSC_Annual_Report_2015_10k.pdf Net sales: See our 10-K (p. 21), FY15 was $12.173 BILLION USD (FY14 was $12.998 BILLION USD). Total capitalization broken down in terms of debt and equity (for private sector organizations) See our 10-K (p. 52, 89), in FY15, on our balance sheet, total equity was $2.949 BILLION USD and total debt was $2.669 BILLION USD. Market value of our equity is ~$9.6 BILLION USD at a stock price of $67/share. G4-10 Please see tables below. Total number of employees: for FY15, 70516. a. Total number of employees by employment contract and gender For FY15

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Note: Casual refers to employees who are on call, with no set schedule and will get calls to work. Expat refers to Expatriate workers. Inpat refers to our International Assignees. For example: if an employee from India is coming to the US, their US record will identify them as Inpat (Inbound) while their India record will identify them as Expat (Outbound).

Total number of employees by employment contract and gender For FY15 (1/2)

Work Country Male Female Male Female Male Female Male Female

Not

Identified Male Female

Not

Identified Male Female

Not

Identified

Afghanistan 1 0 0 0 0 0 47 5 0 0 0 0 48 5 0

Argentina 0 0 0 0 0 0 36 1 0 0 0 8 36 1 8

Australia 1 1 0 2 2 0 1 603 507 0 4 6 0 1 610 516 0

Austria 0 0 0 0 0 0 226 54 0 0 0 0 226 54 0

Bahrain 0 0 0 0 0 0 13 3 0 0 0 0 13 3 0

Belgium 0 0 0 0 0 0 380 104 0 0 0 0 380 104 0

Bolivia 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0

Brazil 1 3 0 1 0 0 348 127 6 0 0 0 349 131 6

Bulgaria 0 0 0 0 0 0 272 277 0 0 0 0 272 277 0

Canada 3 1 0 0 14 0 482 141 0 0 0 0 499 142 0

Chile 0 0 0 0 0 0 10 0 0 0 0 0 10 0 0

China 0 0 0 0 1 0 172 134 0 192 160 0 365 294 0

Colombia 0 0 0 0 0 0 9 4 61 0 0 0 9 4 61

Curacao 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0

Czech Republic 0 0 0 0 0 0 320 327 0 0 1 0 320 328 0

Denmark 0 0 0 0 0 0 812 338 0 11 11 0 823 349 0

Ecuador 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0

Egypt 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0

France 70 25 0 0 0 0 1 338 650 0 4 2 0 1 412 677 0

Germany 0 0 0 0 0 0 1 564 571 0 0 0 0 1 564 571 0

Greece 1 0 0 0 0 0 1 0 0 0 0 0 2 0 0

Guam 0 0 0 0 0 0 9 0 0 0 0 0 9 0 0

Guatemala 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0

Honduras 0 0 0 0 0 0 2 0 0 0 0 0 2 0 0

Hong Kong 0 0 0 0 3 0 123 28 0 1 2 0 127 30 0

Hungary 0 0 0 0 0 0 3 0 0 0 0 0 3 0 0

India 0 0 125 6 0 0 13 442 5 205 0 0 0 0 13 567 5 211 0

Indonesia 0 0 0 0 5 0 13 4 0 0 0 0 18 4 0

TotalCasual Expat Inpat Regular Temporary

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Total number of employees by employment contract and gender For FY15 (2/2)

Work Country Male Female Male Female Male Female Male Female

Not

Identified Male Female

Not

Identified Male Female

Not

Identified

TotalCasual Expat Inpat Regular Temporary

Ireland 0 0 0 0 1 0 28 9 0 0 0 0 29 9 0

Italy 0 0 2 0 0 0 116 31 0 0 0 0 118 31 0

Japan 0 1 0 0 1 0 209 44 0 12 5 0 222 50 0

Kuwait 0 0 0 0 0 0 42 5 0 0 0 0 42 5 0

Lithuania 0 0 0 0 0 0 195 146 0 2 3 0 197 149 0

Luxembourg 0 0 0 0 0 0 98 12 0 1 0 0 99 12 0

Malaysia 0 0 0 0 16 2 433 170 0 38 14 0 487 186 0

Mexico 0 0 0 0 1 0 65 3 1 0 0 0 66 3 1

Netherlands 0 0 0 0 0 0 405 66 0 6 0 0 411 66 0

New Zealand 0 0 0 0 0 0 26 12 0 0 1 0 26 13 0

Nicaragua 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0

Norway 0 0 0 0 2 0 167 59 0 1 1 0 170 60 0

Oman 0 0 0 0 0 0 2 0 0 0 0 0 2 0 0

Peru 0 0 0 0 0 0 13 0 0 12 0 10 25 0 10

Philippines 0 0 7 2 0 0 163 91 0 9 4 0 179 97 0

Poland 0 0 0 0 0 0 107 11 0 0 0 0 107 11 0

Portugal 0 0 0 0 0 0 45 30 0 0 0 0 45 30 0

Qatar 0 0 0 0 0 0 52 1 0 0 0 0 52 1 0

Romania 0 0 0 0 0 0 8 0 0 0 0 0 8 0 0

Saudi Arabia 0 0 0 0 0 0 14 0 0 0 0 0 14 0 0

Singapore 0 0 0 0 27 4 343 158 0 105 55 0 475 217 0

Slovakia 0 0 0 0 0 0 15 7 0 0 0 0 15 7 0

South Africa 0 0 0 0 0 0 62 46 0 0 0 0 62 46 0

South Korea 0 0 0 0 0 0 111 5 0 0 0 0 111 5 0

Spain 0 0 0 0 0 0 745 436 0 15 14 0 760 450 0

Sweden 0 0 0 0 0 0 371 121 0 1 1 0 372 122 0

Switzerland 0 0 0 0 0 0 276 57 0 0 0 0 276 57 0

Taiwan 0 0 0 0 0 0 5 1 0 0 0 0 5 1 0

Thailand 0 0 0 0 0 0 23 31 0 0 0 0 23 31 0

Turkey 0 0 0 0 0 0 7 2 0 0 0 0 7 2 0

United Arab Emirates 0 0 8 0 10 0 384 49 0 0 0 0 402 49 0

United Kingdom 0 0 2 1 74 9 4 250 1 357 97 1 1 0 4 327 1 368 97

United States 558 240 5 2 1 198 123 16 079 8 628 33 5 5 0 17 845 8 998 33

Vietnam 0 0 2 0 0 0 632 240 0 0 0 0 634 240 0

Total 635 271 151 14 1 355 138 46 722 20 308 198 420 286 18 49 283 21 017 216

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b. Total number of permanent employees by employment type and gender FY14 and FY15

Region Female Male Not Shared

Total Number % Number % Number %

All Geographies FY14 22 359 29 54 412 70 687 1 77 458

All Geographies FY15 21 017 29,8 49 283 69,9 216 0,31 70 516

Total Full-Time FY15

Total Full-Time %

Total Part-Time

Total Part-Time

% Total Not Identified

Total Part-Time %

68107 100 1179 100 1230 100 c. Total workforce by employees and supervised workers and by gender FY15

Gender All

Female Male Not identified*

Number % Number % Number % Number %

Executive 195 22 699 78 1 0,11 895 100

Management

1167 27 3188 73 2 0,05 4357 100

Non-Management

16184 32 34918 68 100 0,20 51202 100

Not Identified 3 471 25 10478 74 113 0,80 14062 100

All 21 017 30 49 283 70 216 0,31 70516 100

* Not identified: data feed from countries where no information has been provided, OR where information was not disclosed.

Total

Full-

Time %

Part-

Time %

Not

Shar

ed %

Full-

Time %

Part-

Time %

Not

Shared %

Full-

Time %

Part-

Time % Not Shared %

FY14 53 905 68,5% 323 0,4% 1 018 1,3% 21 799 27,7% 687 0,9% 337 0,4% 160 0,2% 0 0,0% 493 0,6% 78 722

FY15 47 980 70,45% 369 31,30% 934 75,93% 19 911 29,23% 810 68,70% 296 24,07% 216 0,32% 0 0,0% 1 230 70 516

All

Geographies

Male Female Not Shared

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d. Report the total workforce by region and gender for FY15

Regions Male % Female %

Not Identified

% Total %

Americas 18 846 66,73% 9 279 32,85% 119 0,42% 28 244 100,00%

Asia/MEA 3 291 72,25% 1 264 27,75% 0 0,00% 4 555 100,00%

Australia 1 636 75,57% 529 24,43% 0 0,00% 2 165 100,00% Central & Eastern Europe 2 916 68,55% 1 338 31,45% 0 0,00% 4 254 100,00%

India 13 567 72,25% 5 211 27,75% 0 0,00% 18 778 100,00%

Nordics 1 562 69,67% 680 30,33% 0 0,00% 2 242 100,00%

South & West Europe 2 698 67,94% 1 273 32,06% 0 0,00% 3 971 100,00%

UK & Ireland 4 767 75,58% 1 443 22,88% 97 1,54% 6 307 100,00%

Total 49 283 69,89% 21 017 29,80% 216 0,31% 70 516 100,00%

* Not identified: data feed from countries where no information has been provided, OR where information was not disclosed. e. Report whether a substantial portion of the organization’s work is performed by workers who are legally recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors. CSC currently does not globally manage a list of subcontractors for all countries. f. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries). CSC has temporary/fixed contract employees but they do not work in seasonal variances. G4-11: Report the percentage of total employees covered by collective bargaining agreements. For CSC globally approximately 14% of the total workforce is covered by collective bargaining agreement (CBA). In the United States, 8% of employees are covered by some sort of collective bargaining agreement (Unions or CBA). For Europe, 56% of employees are overall unionized/CBA. The country detail is as follow: 2015 - Austria 100% - Belgium 100% - Denmark 79% - France 100% - Germany 99% - Sweden 100% - UK 9,70% For Asia/MEA, 17% of employees are overall unionized /CBA. G4-12: Describe the organization’s supply chain CSC has a Global Supply Chain Management function which encompasses the planning and management of activities involved in sourcing and procurement of goods and or services from third party suppliers. Key spend areas include Information Technology Hardware, Software, Network, Labor Services and Corporate Indirect Good and Services. The function plays an important role in developing and implementing global and regional category and supplier management

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strategies that aim toward strong partner relationships and continuous improvement in the areas of price, quality and services. G4-13: Report any significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain, including: - Changes in the location of, or changes in, operations, including facility openings, closings, and expansions - Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations) - Changes in the location of suppliers, the structure of the supply chain, or in relationships with suppliers, including selection and termination Please refer to our 10K 2015 Report on Note 4–Acquisitions p.69 and Note 5-Divestitures p.71 http://assets1.csc.com/investor_relations/downloads/CSC_AnnualReport_2015_10K.pdf CSC has taken out just over 1 million square feet in FY15 and the real estate portfolio now stands at approximately 11.8 million square feet (owned and leased). Year over year, the reduction was about 9%. CSC continues to evaluate opportunities to further drive operating efficiencies by pro-active management of its real estate portfolio. During fiscal 2015, the Company repurchased 11.7 million shares for a total consideration of $736 million, at a weighted average price of $62.83. These repurchases were made through open market purchases as well as through accelerated share repurchase arrangements (ASRs). As a part of an ASR arrangement entered into during the fourth quarter of fiscal 2015, the Company received an initial delivery of shares, and may either receive additional shares or may be required to return a number of shares, based on the trading prices of the Company’s stock over the defined trading execution period under the agreement. In addition, this ASR arrangement has a $100 million prepaid contingent delivery provision, which requires the financial institution to deliver additional shares if the Company's stock price is below a predetermined price, on certain predetermined dates. However, in the event the Company's stock price exceeds the predetermined price, the prepaid amounts would be returned to the Company as cash or shares at the Company's option. The final settlement under this ASR agreement is expected to occur during the third quarter of fiscal 2016 (see Note 16 of the Consolidated Financial Statements). As of May 15, 2015, the number of registered shareholders of Computer Sciences Corporation’s common stock was 5,740. (See 10K p.42, 105) Total debt decreased modestly from $2.888 billion USD to $2.669 billion USD, and shareholders’ equity decreased from $3.944 billion USD to $2.949 billion USD. (p.21, Item 6. Selected Financial Data) There were no changes in the location of suppliers, the structure of the supply chain or in relationships with suppliers, including selection and termination. G4-14: Report whether and how the precautionary approach or principle is addressed by the organization At CSC, we adopt a precautionary approach whenever there is a possible risk to health, safety, or the environment. Evaluation is carried out through our internal risk, issue, and opportunity management (RIOM) process, taking economic and social costs into account. This standard process is applied consistently at all levels of CSC (enterprise level to project/functional level). An integrated governance model is applied to ensure that each candidate risk is addressed at the appropriate level of the organization. At the enterprise Level, our continual risk management activity is led by our RIOM Program Office, which supports our CSC Risk, Issue, and Opportunity Governance Board – Steering Team (RIOGB-ST). The RIOGB-ST is comprised of our CEO, his direct reports, as well as industry leads. When a candidate risk is identified through any of our corporate assessment processes (e.g., Delivery Assurance Process, Deal Review Process, Internal Audit Process), our RIOM Program Office supports the risk owner as they follow the RIOM process (Identify, Manager Review, Analyze and Plan, Handling Plan Review, Handle, and Closed). Key elements of this process are clearly documenting a risk statement, development of a handling plan, plan review and approval by the RIOGB-ST, and continual review of progress against the handling plan.

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At the enterprise level, CSC addresses risks in four domains: operational, financial, compliance and strategic. Depending on the risk domain, financial impacts are measured in either the potential for change in market capitalization or operating income. Non-financial risk impact assessments include dimensions of risk such as the potential for reputational harm, and an evaluation of a risk's velocity, or speed of onset. Gross assessments are wide ranging and so may include an assessment of how a risk presents to the company globally, within a particular region, and within specific facilities. With gross assessments in hand, the management next assesses the effectiveness of its effort to control and handle (i.e., accept, avoid, mitigate, or transfer) the risk. Effective mitigations will reduce residual exposure, ineffective mitigations will not. Material net residual exposures are reported to the RIOGB-ST. At the asset level, CSC includes an assessment of how a risk may present at a regional, country or specific facility level as part of the standard risk assessment process. The identification of asset level risks may also be carried out by asset level business management and in particular through using appropriate quality management systems and compliance assessments such as aspect and impact identification within quality systems management to include social, environmental and legislative risks. These identified risks may be escalated to the CSC RIOM Program Office for assessment and after investigation and handling assessments for possible inclusion as Enterprise level risks. The RIOM Program Office is required to provide an update to the CSC RIOGB-ST and audit committee of the Board periodically with an assessment of the details of priority risks across the CSC portfolio and the RIOM Program Offices and/or RIOGB-ST direction to management regarding specific handling actions (either planned or underway). G4-15: List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses. CSC routinely engages with a range of third-party organizations globally and regionally including: Associated Parliamentary Corporate Responsibility Group Boston College Center for Corporate Citizenship Business in the Community CBI - Confederation of British Industry Corporate Executive Board Global Compact France since 2008 Intellect Whitehouse GHG reduction program, also called Executive Order 13514 on Federal Sustainability G4-16: List memberships of associations (such as industry associations) and national or international advocacy organizations in which the organization:

Holds a position on the governance body

Participates in projects or committees

Provides substantive funding beyond routine membership dues

Views membership as strategic This refers primarily to memberships maintained at the organizational level. American Association of People with Disabilities (AAPD) American Red Cross Bender Consulting Services, Inc. Best Buddies International Corporate Responsibility Officers Association DC BLN - DC Business Leadership Network Employer Assistance and Resource Network (EARN) Fisher House Operation Give Back US Business Leadership Network (USBLN) United Services Organization

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I.3. Identified Material Aspects and Boundaries

G4-17 a. List all entities included in the organization’s consolidated financial statements or equivalent documents. Please find the list of all COMPUTER SCIENCES CORPORATION Subsidiaries as of April 3, 2015 on our 10K report under Exhibit 21 on the public Security and Exchange Commission’s web site: https://www.sec.gov/Archives/edgar/data/23082/000002308215000023/csc403201510-kex21.htm G4-18

a. Explain the process for defining the report content and the Aspect Boundaries. b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.

a. CSC defines its CR governance framework around five areas of focus, which provides consistency to our sustainability work around the world. These areas include clients and partners, employees, community, environment and governance. Initially 26 sustainability topics were identified, of which 18 significant aspects were used to define the scope of our report, being based in the three most significant quadrants of our matrix of significant issues. The initial list was chosen from aspects referenced in the GRI G4 guidelines; from existing topics from previous CSC CR reporting; from issues identified for the technology industry by the Sustainability Accounting Standards Board (SASB); and from those which have arisen from discussions with various internal and external stakeholders. b. CSC followed the GRI G4 guidelines to undertake a four-step process in defining the report content, by first identifying the Aspects and other relevant topics, and their Boundaries. These were prioritized by assessing their significance, considering their economic, environmental and social impacts to the company’s activities and relationships, whether these impacts occur within or outside of CSC, taking into account stakeholder concerns and CSC’s business strategy. By using an assessment grid, we evaluated on a low, medium, high perspective, how each issue influenced the decisions made by our stakeholders in order to position these aspects on our matrix. CSC is a global information technology services and solutions company with operations in 70 countries employing some 70,000 employees. See http://www.csc.com/about_us/ds/29505-company_profile. Responses provided in Countries of Operation (G4-6), Markets Served (G4-8) and Scale of Organization (G4-9) define the boundary for reporting. We identified 18 main areas that are significant to the company. In the main, they are consistent with our past evaluation and reporting. They fall within the categories of:

Economic Performance Economic value generated and distributed; climate change risks

and opportunities

Environmental Sustainable energy and emissions management, transport and

travel, resource use and e-waste

Social Capital Data privacy and cyber security

Human Capital Talent, recruitment development and retention, diversity and

inclusivity, employee engagement, occupational Health & Safety

Products and Services A design process for our products and services that considers

environmental efficiency and positive social impact

Leadership and Governance Responsible supply chain, business continuity, management of

intellectual property, ethics and compliance

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G4-19 18 significant aspects (classified Medium or High Level to CSC or stakeholders) have been selected, among which four are non GRI aspects: 1. Economic Performance 2. Customer Satisfaction 3. Data Security (Non GRI)/ Customer privacy 4. Business Continuity (Non GRI) 5. Emissions Management 6. Data Center Energy Management (Non GRI) 7. Energy consumption 8. Electronic waste (e-waste) 9. Supplier ESG Assessment (Human Rights and labor practices) 10. Anti-Corruption 11. Non Discrimination 12. Intellectual Property (Non GRI) 13. Legal Compliance 14. Anti-Competitive Behavior 15. Employment 16. Occupational Health & Safety 17. Diversity & Equal Opportunity 18. Training and Education G4-20 and G4-21: G4-20: For each material Aspect, report the Aspect Boundary within the organization, as follows: - Report whether the Aspect is material within the organization - If the Aspect is not material for all entities within the organization (as described in G4-17), select one of the following two approaches and report either:

The list of entities or groups of entities included in G4-17 for which the Aspect is not material or

The list of entities or groups of entities included in G4-17 for which the Aspects is material - Report any specific limitation regarding the Aspect Boundary within the organization G4-21: For each material Aspect, report the Aspect Boundary outside the organization, as follows: - Report whether the Aspect is material outside of the organization If the Aspect is material outside of the organization, identify the entities, groups of entities or elements for which the Aspect is material. In addition, describe the geographical location where the Aspect is material for the entities identified - Report any specific limitation regarding the Aspect Boundary outside the organization Summary Table of Aspect boundaries within the organization and outside the organization

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Significant Aspects Indicator Number Completeness

Within the organization Outside the organization

DIRECT ECONOMIC VALUE GENERATED

AND DISTRIBUTED

G4-EC1Internal External Partial

ENERGY CONSUMPTION WITHIN THE

ORGANIZATION

G4-EN3 CSC sets organizational boundaries by applying the operational control approach as

set out in the GHG Protocol.

Operational control is established in locations where CSC has either triple net leased

or owned facilities, and manages/pays for energy usage.

A portion of CSC's leased facilities operates under full-service where landlord or

property manager pays utilities in multi-tenant facilities - in these cases, energy

usage and associated emissions are estimated as a % of total occupied floor space

within a given site. Scope 1 emissions correspond to direct emissions from burning

heating natural gas, and oil for diesel fired back-up generators in our data center

portfolio. Electricity makes up the vast majority of our Scope 2 emissions, but small

purchases of district steam also contribute.

Not applicable Fully

NON GRI ENERGY Data Center

Management

Internal

CSC Data Center Management programs strive towards saving energy and reducing

internal costs.

External

Instances outside the organization include asset recycling for

electronic waste generated by client equipment. When assets are

retired in data center porfolio, CSC often manages disposal and

recycling of assets for client.

Fully

DIRECT GREENHOUSE GAS (GHG)

EMISSIONS (SCOPE 1)

G4-EN15 External Fully

ENERGY INDIRECT GREENHOUSE GAS

(GHG) EMISSIONS (SCOPE 2)

G4-EN16 External Fully

ELECTRONIC WASTE Electronic

waste

Internal

CSC invests to ensure the responsible and safe disposal or re-use of thousands of

our own and our customers’ personal electronic equipment. Internally CSC tries to

extend the lifespan of the equipment.

External

CSC handles internal but also external equipments (from customers),

partners with third party vendors to collect the material and tracks

the amount recycled.

Partial (Europe and US

only). CSC tries to develop a

global contract to collect

data globally.

Emissions

E Waste

Energy

Category: Economic  

Economic performance

Aspects boundaries

Category: Environment

G4-20 and G4-21: Summary Table of Aspect boundaries within the organization and outside the organization (1/3)

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TOTAL NUMBER AND RATES OF NEW

EMPLOYEE HIRES AND EMPLOYEE

TURNOVER BY AGE GROUP, GENDER

AND REGION

G4-LA1 Internal

CSC’s employees are key to enable us to innovate, differentiate and succeed. Our

mission and strategy is to attract and retain diverse and results oriented employees

who provide exceptional value to our workplace and customers.

External

CSC’s employees are key to enable us to innovate, differentiate and

succeed. Our mission and strategy is to attract and retain diverse

and results oriented employees who provide exceptional value to

our workplace and customers.

Fully

PERCENTAGE OF TOTAL WORKFORCE

REPRESENTED IN FORMAL JOINT

MANAGEMENT–WORKER

HEALTH AND SAFETY COMMITTEES THAT

HELP MONITOR AND ADVISE ON

OCCUPATIONAL HEALTH

AND SAFETY PROGRAMS

G4-LA5 Internal

The objective of the CSC’s global health & safety Program is to provide governance,

oversight and direction for managing H&S risks posed by our organisations

activities. CSC focuses on a holistic approach, with our goal to ensure a standard of

excellence across our operations.

Please refer to our new 2015 Health and Safety Policy Statement (March 2015):

http://assets1.csc.com/cr/downloads/2015_CSC_Health_and_Safety_Policy_Englis

h_Spanish.pdf

Based on internal HR system upgrade, we are unable to provide a full global

answer. Whilst enhancements were made to existing region specific Lotus Notes

databases in the fiscal year, the search is on for a replacement Global Database.

External

Partial reporting for G4-LA5

Please refer to our new 2015 Health and Safety Policy Statement

(March 2015).

- CSC's H&S management system extends externally to client sites

and related aspects with a Client Site Safety Program established to

ensure that CSC meets its legal and moral obligations toward both its

own employees and the client.

- We utilize internal as well as contractor staff to deliver solutions to

our clients. CSC's processes ensure that only selected contractors

who meet CSC's expectations in terms of H&S are permitted to

provide services to our clients. This includes the involvement of the

global supply chain and the use of sustainable procurement

processes in addition to ensuring compliance to applicable country-

specific legal requirements. CSC, through our Global HS&E

Management System and related policies, attempts to influence and

assist our clients in driving strategies toward sustainable

environmental practices and H&S programs.

Partial. The "Global HS&E

Management System" does

not include all countries

that CSC have a presence in.

Data is not yet collected

globally but on a country by

country basis. We do

intend to have full global

data for our next year

submission.

PERCENTAGE OF EMPLOYEES RECEIVING

REGULAR PERFORMANCE AND CAREER

DEVELOPMENT REVIEWS, BY GENDER

AND BY EMPLOYEE CATEGORY

G4-LA11 Internal Fully

COMPOSITION OF GOVERNANCE

BODIES AND BREAKDOWN OF

EMPLOYEES PER EMPLOYEE CATEGORY

ACCORDING TO GENDER, AGE GROUP,

MINORITY GROUP MEMBERSHIP, AND

OTHER INDICATORS OF DIVERSITY

G4-LA12 Internal : CSC is committed to a diverse and inclusive corporate culture to create a

dynamic workplace. Awareness and engagement benefits everyone--our clients,

our current and prospective employees, and the broader business community.

External : Diversity is at the core of our ability to serve our clients

and shareholders, and it strengthens CSC's reputation as the

employer of choice in the IT industry and beyond.

Partial

PERCENTAGE OF NEW SUPPLIERS THAT

WERE SCREENED USING LABOR

PRACTICES CRITERIA

G4-LA14 Internal External Partial

Labor Practices and decent work

Training and education

Diversity and Equal Opportunity

Supplier Assessment for Labor Practices

Category: Social

Employment

Occupational Health and Safety

G4-20 and G4-21: Summary Table of Aspect boundaries within the organization and outside the organization (2/3)

15

TOTAL NUMBER OF INCIDENTS OF

DISCRIMINATION AND CORRECTIVE

ACTIONS TAKEN

G4-HR3 Internal External Confidential

PERCENTAGE OF NEW SUPPLIERS THAT

WERE SCREENED USING HUMAN RIGHTS

CRITERIA

G4-HR10 Internal External Partial

COMMUNICATION AND TRAINING ON

ANTI-CORRUPTION POLICIES AND

PROCEDURES

G4-SO4 Internal External Fully reported

TOTAL NUMBER OF LEGAL ACTIONS FOR

ANTI-COMPETITIVE BEHAVIOR, ANTI-

TRUST, AND MONOPOLY PRACTICES

AND THEIR OUTCOMES

G4-SO7 Internal External Not communicated

MONETARY VALUE OF SIGNIFICANT

FINES AND TOTAL NUMBER OF NON-

MONETARY SANCTIONS FOR NON-

COMPLIANCE WITH LAWS AND

REGULATIONS

G4-SO8 Internal External Not communicated

RESULTS OF SURVEYS MEASURING

CUSTOMER SATISFACTION

G4-PR5 Internal

Customer satisfaction is used internally as a key driver to assess, align and innovate

for our clients.

External

The way CSC utilizes customer satisfaction directly impacts our

customers by the decisions and actions taken on behalf of

customers.

Fully reported but not

communicated for

confidentiality reasons

TOTAL NUMBER OF SUBSTANTIATED

COMPLAINTS REGARDING BREACHES OF

CUSTOMER PRIVACY

AND LOSSES OF CUSTOMER DATA / Data

Security

G4-PR8

SASB TC0102-

09

Internal External Not communicated

NON GRI : BUSINESS CONTINUITY/

TECHNOLOGY DISRUPTION

SASB TC0102-

14 and TC0102-

15

Internal

Business Continuity/ technology disruption is important internally, as it is a key

component and data set that helps management make investment and risk

decisions.

External

Externally, it is important to our stakeholders to understand CSC's

ability to respond and recover from Business Continuity/ technology

disruption, especially for our business clients or partners.

Confidential

NON GRI : INTELLECTUAL PROPERTY SASB TC0102-

16 and TC0102-

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Internal

All CSC intellectual property ("IP") is material within the organization in all regions

of the world and for all CSC entities. CSC’s IP constitutes critical business assets of

the Company. CSC encourages and recognizes the creation of new IP in support of

the Company’s business objectives.

External

All CSC intellectual property ("IP") is material outside the

organization in all regions of the world and for all CSC entities. CSC’s

relationships with its customers, partners, suppliers, and other third

parties, including all levels of government, are vitally important. In

addition to safeguarding CSC IP, CSC personnel must protect third-

party IP with which CSC is entrusted.

Partially communicated

Non discrimination

Human rights

Compliance

Product Responsibility

Product and Service Labeling

Customer Privacy

Supplier Human Rights Assessment

Society

Anti-corruption

Anti-Competitive Behavior

G4-20 and G4-21: Summary Table of Aspect boundaries within the organization and outside the organization (3/3)

16

G4-22: a. Report the effect of any restatements of information provided in previous reports and the reasons for such restatements. None G4-23: a. Report significant changes from previous reporting periods in the Scope and Aspect Boundaries. CSC is second time GRI reporter. The only change in scope is that we have focused on 18 significant aspects compared to 19 last year. We have not reported this year on employee engagement, which is not listed as a GRI aspect, as we move forward with our transformation agenda and did not conduct a global employee engagement survey in FY15.

I.4. Stakeholder Engagement

G4-24: Provide a list of stakeholder groups engaged by the organization CSC executives and key subject matter experts regularly meet with stakeholders, including shareholders, clients and partners, employees, analysts, regulators, NGOs and others, to engage in open dialogue and assimilate feedback into strategic planning, business decisions and reporting frameworks. A key part of our CR commitment is listening closely to each group, to engage with and understand the issues that are important to them so that we can build the strongest possible relationships over the long term.

Examples include:

Investors and Industry Analysts

CSC’s annual Investor Day. Executive presentations and dialogue with institutional investors and industry analysts to build upon quarterly earnings calls, investor perception surveys and regular analyst briefings.

Clients & Partners Through ongoing dialogue and face to face meetings, joint industry memberships and CSC led conferences such as CSC’s annual TechCom, sharing insights and expertise, analyzing business challenges and next IT innovations; customer feedback meetings and surveys.

Employees Global employee survey, town hall meetings, CEO briefings, employee forums, union and works council meetings, communications through e-mail and CSC internal collaboration network called C3

Suppliers Regular meetings and reviews, sharing best practice in responsible supply chain management.

Community Groups & NGO's

Including our charities, not for profits, social enterprises. Supporting our CSC Foundation program aims and objectives, philanthropic donations, community engagement programs, pro-bono skills giving, diversity initiatives and veteran hiring and support programs.

Government and other Industry-related Bodies

Regular dialogue, face to face meetings, leadership groups, round table discussions on issues of societal and environmental impact.

G4-25: Report the basis for identification and selection of stakeholders with whom to engage. CSC has undertaken a process to identify its key stakeholders to include those who are invested in the organization as well as those who have other relationships to CSC. The reasonable expectations and interest of stakeholders have been taken into account when reporting against our significant economic, environmental and social impacts. Stakeholders likely to use the report include shareholders/investors, CSC clients and business partners, CSC employees, suppliers, media, governments and regulators, academic communities, socially responsible investment analysts, CSR professionals and NGOs.

G4-26: Report the organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process. CSC recognizes that engaging with external and internal stakeholders is an essential part of responsible business practice, helping us to define our sustainability strategy, share our progress and improve our reporting. We do this in a variety of ways, including annual customer and employee surveys, collaboration websites, committee memberships, participation in special interest groups and face-to-face dialogue.

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In preparation for our second submission to GRI G4, we continue to engage with a number of our key stakeholders through a series of in-depth interviews to review and inform our decision making around our issues matrix and also regularly engage in a wider discussion to understand the key sustainability issues faced by our clients and partners going forward. Their valuable insights continuously help us to clarify the content of our reporting and the goals and metrics we are reporting against. G4-27: Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns. Stakeholder engagement is a key part of CSC’s sustainability program. Our business operations affect many groups and organizations across the globe. In turn, these “stakeholders” have a fundamental impact on CSC’s sustainability performance. Our reporting prioritization is the result of a detailed stakeholder process, as well as previous engagement with stakeholders, including clients, analysts, employees, senior leadership team, suppliers, partners, community, investors/shareholders, government and others. We prioritize these topics for reporting based on potential impact to our business and importance to our stakeholders. Through our customers and partners interviews, we have been assured by the fact that we correctly placed our significant aspects on our matrix. Most of our customers have ranked legal compliance, customer satisfaction and economic performance on the top three relevant subjects for CSC (our fundamentals). Our customers have also raised topics that are more clearly expected from an IT company such as CSC, such as business continuity, data security, management of our electronic-waste and circular economy, data center management and intellectual property. Our clients expect us to go beyond the thresholds on these aspects, in order to differentiate from the competition. Based on the outcome of our Significance Assessment, we will continue to focus our sustainability reporting on the areas of opportunity that have been identified by our stakeholders.

I.5. Report Profile

G4-28: Reporting period (such as fiscal or calendar year) for information provided. The reporting period used by CSC for the information provided is fiscal year for all data, at the exception of environmental data, which is reported on a calendar year basis. G4-29: Date of most recent previous report (if any). CSC’s first GRI report was issued in October 2014. This is our second GRI reporting year. G4-30: Reporting cycle (such as annual, biennial). Annual. G4-31: Provide the contact point for questions regarding the report or its contents. Please contact us at: cr@csc.com G4-32: a. Report the ‘in accordance’ option the organization has chosen. b. Report the GRI Content Index for the chosen option (see tables below). c. Report the reference to the External Assurance Report, if the report has been externally assured. a. Core option chosen b. See GRI Content Index on our Web site: http://www.csc.com/cr/ds/113289-gri_g4_report_and_index c. No External Assurance G4-33:

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a. Report the organization’s policy and current practice with regard to seeking external assurance for the report. b. If not included in the assurance report accompanying the sustainability report, report the scope and basis of any external assurance provided. c. Report the relationship between the organization and the assurance providers. d. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization’s sustainability report. a. No current external assurance exists for the CR report as of today. We will continue to review our position on external verification going forward. b. Current scope: OHSAS, ISO 9000, 14000 and 50000. In 2015, we also commissioned Lloyd’s Register Quality Assurance, Inc. (LRQA) to assure our Greenhouse Gas (GHG) Emissions Inventory for the calendar year (CY) 2014. The Inventory relates to direct GHG emissions (Scope 1), energy indirect GHG emissions (Scope 2) and other indirect GHG emissions (Scope 3) from company-wide business air and rail travels. The Inventory only includes GHG emissions of Carbon Dioxide (CO2), Methane(CH4) and Nitrous Oxide (N2O). Please see our certification page: http://www.csc.com/cr/ds/82786/103737-csc_certifications CSC does not employ an external agency or organization to audit its GRI or annual Corporate Responsibility report. CSC holds a number of externally-verified standards and awards for environmental and carbon emission management, business continuity, information security, data center management, quality management and health & safety management. Furthermore, we believe our involvement with initiatives such as annual submission to the Carbon Disclosure Project, sustainability rankings such as FTSE4Good and Dow Jones Sustainability Index, as well as stakeholder feedback, add value and credibility to our CR program and reporting.

I.6. Governance

G4-34: Report the governance structure of the organization, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts.

http://www.csc.com/investor_relations/ds/32534-management_and_board_of_directors Corporate Responsibility Governance: http://www.csc.com/cr/ds/31889-our_csc_cr_framework

I.7. Ethics and integrity

G4-56: Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.

CSC promotes a culture of performance with integrity. CSC's Code of Business Conduct applies to all directors, officers and employees of CSC. It sets forth our policies and expectations on a number of topics including conflicts of interest, human rights, confidentiality, insider trading, protection of CSC and customer property, and providing a proper and professional work environment. We maintain a worldwide toll-free and Internet-based helpline, the CSC OpenLine that employees can use to communicate any ethics-related concerns. All staff are required to complete annual mandatory code of business conduct training, which incorporates anti-corruption training. CSC seeks to pursue and conduct all of its business everywhere in strict accordance with the highest standards of ethics and laws of the United States and other nations, and their states and localities. CSC’s standing as an ethical company is a critical asset that all directors, officers, managers and employees are to protect at all times. Officers, executives, managers and supervisors of the company strive as ethical leaders to create and maintain a culture of integrity and compliance in all business activities, in all places and at all times. The Ethics & Compliance Office (ECO), under the authority of the Chief Ethics and Compliance Officer, is chartered by the Board of Directors to carry out the following responsibilities: • Ethical Culture – Promote an organizational culture that encourages ethical conduct and a commitment to compliance with CSC’s Code of Business Conduct, with internal company policies and with the law.

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• Prevention, Detection, Investigation – Exercise due diligence to prevent and detect criminal and unethical conduct; coordinate investigations of known or suspected criminal and unethical conduct. • Code of Business Conduct – Create, maintain, distribute and enforce CSC’s Code of Business Conduct, which shall apply equally to all directors, officers/executives, managers, employees and representatives of CSC and its subsidiaries around the world. • Business Conduct Policies – Create, maintain, distribute and enforce business conduct and other applicable management policy statements, standards, guidelines and related procedures. • Communications and Training – Publicize and make available to all directors, officers/ executives, managers, employees and representatives of CSC and its subsidiaries awareness and training programs focusing on the Code, on the business conduct policies and on other relevant policies. • Compliance Risk Assessment and Effectiveness – Monitor, audit, assess risk and otherwise evaluate global Program effectiveness. Provide risk assessment, policy, training, effectiveness and other support to ensure the appropriate capability and maturity of CSC’s several compliance functions. • OpenLine Administration – Operate and publicize globally CSC’s OpenLine, which shall be made available for all directors, officers/executives, managers, employees and representatives of CSC around the world to report known or suspected violations of the Code, internal policy and the law and/or to seek ethical advice and guidance. • Management and Board Reporting – Report to management and the Board on the activities and effectiveness of the Ethics and Compliance Program. CSC’s management periodically convenes an Ethics Committee to review ethics and compliance program activities, to monitor the operation and activity of CSC’s OpenLine, to direct and/or monitor ethics and compliance audits and investigations and to be knowledgeable about ECO operations. All CSC employees are expected to observe and preserve CSC’s CLEAR (Client focused, Leadership, Execution Excellence, Aspiration, Results) Values, make decisions and choices that are consistent with these values and comply with applicable internal policies and the law in all places where CSC does or seeks to do business. Link to CSC’s Code of Business Conduct http://assets1.csc.com/governance/downloads/EthicsStandards.pdf Link to the CSC OpenLine http://www.cscopenline.ethicspoint.com

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II. Specific standard disclosure (SSD)

II.1. Economic

II.1.1. Economic performance

ECONOMIC PERFORMANCE DMA Please see pages 1 and 3 of our 2015 financial annual report: http://assets1.csc.com/investor_relations/downloads/CSC_Annual_Report_2015_10k.pdf G4-EC1 - DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED FY15 Revenues: $ 12,173 billion (Revenue for FY2014 was $12.998 billion, FY2013 was $14.195 billion). Total costs and expenses: FY2015 were $12.449 billion (FY2014 were $11.735 billion, FY2013 were $13.960 billion). (See 10K p.53 CONSOLIDATED STATEMENTS OF OPERATIONS) CSC does not report globally on: - Employee wages and benefits - Payments to providers of capital - Payments to government (by country) - Economic value retained

II.2. Environment

ENVIRONMENT DMA for ENERGY AND EMISSIONS a. The process of integrating environmental issues and climate change into the CSC business strategy is no different to the approach that CSC has taken in understanding and meeting current and future stakeholder demands in all other areas and integrating these into the CSC business strategy. Predominantly the process is driven by current and likely future client demand for solutions and products in this area, with client consultancy and the business bid process providing early warnings and information for trend analysis that indicates future demands. This client demand is generally driven by regulatory and behavioral change. Many of our clients request their supply partners to be aligned to their own environmental objectives and have also sought suppliers to help them achieve these objectives. b. Over the past 12 months, CSC has continued to promote the company’s energy reduction program, exceeding the 10% target after only 2 years with a 15.1% reduction against the 2012 baseline. Restated global reduction targets for energy usage (20%) and greenhouse gas (18%) against the 2012 baseline have been set for the next three years (by end FY18), reinforcing the company’s corporate responsibility commitment and, simultaneously, optimizing assets and reducing costs. Strategy for emissions reductions within data center operations comes not only from client demand to provide services with reduced scope 3 impact but also from the financial and operational requirements to provide services at competitive costs against an environment of rising utility pricing, carbon taxation and predictions regarding issues around the security of and reliance on energy supplies. c. When disclosing the evaluation of its management approach, an organization may focus its explanation on 3 items: 1. Mechanisms for monitoring the effectiveness of the management approach CSC relies on external certifications and other actions which include: - ISO14001 Environmental Management in UK, Denmark and Australian data centers, - ISO50001 for Data centers in the UK and Denmark - Database management of all global utility accounts in Panoptix Carbon and Energy Reporter (JCI) - Annual submission to CDP (Carbon Disclosure Project) and sustainability and investor rankings such as EcoVadis, FTSE4Good, Dow Jones Sustainable Index, Sustainalytics and Newsweek Green Rankings - Individual locations’ consumption benchmarked annually and month over month. Power Usage Effectiveness monitored and reported to data center management and critical infrastructure on a monthly basis

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- Annual utility reports to regional and executive leadership, individual site assessment with facilities managers and monthly energy reporting program in critical environments/data center portfolio 2. Results - PUE (Power Usage Effectiveness) = IT normalized data center energy performance metric: 5% annual reduction in PUE - Successes highlighted within data center management team, and used as model for performance at other locations - Aligning up-time concerns in data center portfolio with facilities and management goal of reducing energy use intensity - Limited ability to properly manage air-flowing legacy data center spaces - Buy-in from senior leadership in critical environments helped drive programmatic change from top down 3. What is the organization doing differently as a result? - Standardizing approach to energy management by targeting most energy intensive equipment in our facilities (HVAC

(heating, ventilation and air conditioning), lighting and limited process energy). - HVAC - Establishing standardized space heating and space cooling temperatures for office environments - Lighting - leverage utility incentives and rebates to improve business case and return on investment for upgrading to high-

efficiency lighting (LEDs, motion sensors/controls) - Limited Process Energy - Aligning environmental operating conditions in data center/IT spaces with ASHRAE* TC 9.9

Thermal Guidelines for Data Processing Environments (expanded ranges of allowable temps/humidity to reduce cooling cost and energy).

- Across the office portfolio, a set of minimum operating standards has been applied that includes proper scheduling and fitting of heating, cooling and ventilation equipment and lighting systems to building occupancy.

*the American Society of Heating, Refrigerating and Air-Conditioning Engineers

II.2.1. Energy

ENERGY ASPECT - SPECIFIC DMA CSC is subject to various federal, state, local and foreign government requirements relating to the protection of the environment. New legislation or regulations may result in increased costs directly relating to our compliance. Various countries and regions down to the city level are increasing taxes and mandating regulations around fuel and energy. This aspect is particularly relevant to CSC as energy costs contribute a large proportion of data center operational costs, and many client deliverable services, in turn, are based on data center operations. As an example the Energy Efficiency Directive (2012/27.EU) establishes a set of binding measures to help the EU reach its 20% energy efficiency target by 2020. Under the Directive, all EU countries are required to use energy more efficiently at all stages of the energy chain from its production to its final consumption. EU Member States were required to transpose the Directive’s provisions into their national laws by 5

th June 2014. Article 8 stipulates how large companies will make audits of

their energy consumption to help them identify ways to reduce it. CSC has operations in over 20 countries across the EU, of which ten will need to comply with the regulations. G4-EN3 - ENERGY CONSUMPTION WITHIN THE ORGANIZATION a. Report total fuel consumption from non-renewable sources in joules or multiples, including fuel types used (Natural Gas = 12,872 MWh/ Oil = 7,421MWh / Electricity = 469,624 MWh) Please note that all environmental data is calendar year data (January-December 2014) b. Report total fuel consumption from renewable fuel sources in joules or multiples, including fuel types used = 90.617MWh (Renewable energy credits for all UK electricity usage) c. Report in joules, watt-hours or multiples, the total: - Electricity consumption (above) - Heating consumption (above) - Cooling consumption (above) - Steam consumption (above)

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d. Report in joules, watt-hours or multiples, the total: - Electricity sold (NA) - Heating sold (NA) - Cooling sold (NA) - Steam sold (NA) e. Report total energy consumption in joules or multiples = 489,917 Megawatt-hrs (MWh) f. Report standards, methodologies, and assumptions used NNN/owned facilities where CSC has operational control over utilities, and/or landlord bills on a sub-metered basis g. Report the source of the conversion factors used No conversion factors required for kWh to MWh conversion (kWh/1000)

II.2.2. DATA CENTER MANAGEMENT – CSC SPECIFIC ENERGY ASPECT

DATA CENTER MANAGEMENT DMA Data centers represent the biggest sources of energy consumption for CSC and hence are an extremely important point of focus for CSC globally. This year we achieved meaningful reductions in energy consumption at CSC data centers as a percentage of our annual global energy spend. Efficiency measures included isolating hot from cold air, reducing fan and pump power requirements, applying minimum humidity controls in accordance with ASHRAE guidelines and managing temperature using outside air where possible. Our top five performing data centers have reduced power usage effectiveness by an average of 6.5% compared to the previous year baseline. Data centers currently undergoing retrofit and optimization have shown similar progress and are projected to yield the same reductions. To track and accelerate our progress in increasing energy efficiency, we periodically measured each site against itself and targeted achievable reductions based on our experience with our most advanced locations. Overall, this program provided for greater sustainability across our data center portfolio while generating tangible cost savings. Please refer to our 2015 CR report, Environment section p.12-16: http://www.csc.com/cr DATA CENTER MANAGEMENT INDICATORS:

a. Percentage of Electricity as percentage of total energy = 95.9% b. Renewable Energy as percentage of total energy = 18.5% c. Results: CSC has achieved ISO50001 Energy Management Standard and has been recognized as qualifying

participants under the European Code of Conduct on Data Centre Energy Efficiency Program for UK Kent datacenters and Denmark datacenters.

II.2.3. Emissions

EMISSIONS ASPECT - SPECIFIC DMA Targets/offsets: Our environmental targets are based on total energy consumption from all sources (natural gas, fuel oil, electricity), and measured in megawatt-hours. Since our target is not linked to emissions, the Renewable Energy offsets we purchase in the UK do not contribute to our targeted reduction. Regulations: Pending rules from the United States Environmental Protection Agency under the Clean Air Act section 111(d), the Clean Power Plan will have the potential to limit the amount of carbon emissions that individual state can emit. These rules, in aggregate, intend to reduce total power plant emissions by 32% under 2005 baseline by 2030. If enacted, these rules will give States flexibility to meet the federal targets, but has the potential to undermine the power grids reliability.

23

Negotiating multi-year bulk power purchases and leveraging commercial business scale ensures price stability for CSC and helps utilities match power supply to grid demand, increasing overall system efficiency. In the UK, the Climate Change Levy (CCL) taxes energy use and this is imposed on CSC's gas bills. CSC is exempt from CCL on electricity because we purchase OFGEM certified renewable energy. In addition, the Carbon Reduction Commitment legislation imposes a tax cost based on total operational emissions from energy and fuel consumption. The EU Energy Efficiency Directive Article 8 requires the energy management and auditing of facilities for organizations that meet certain size criteria. CSC has extensive operations across Europe, with ten countries required to achieve compliance to the regulations by 5

th December 2015. The collection of energy data and auditing of certain buildings will help to better

identify efficiencies that can be rolled out to the wider portfolio, A number of other countries are impacted by carbon taxes and regional, national, and sub-national emissions trading schemes and crediting approaches continue to develop at pace. G4-EN15 - DIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 1) a. Report gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent, independent of any GHG trades, such as purchases, sales, or transfers of offsets or allowances.

Scope 1 Emissions = 4,398 tCO2e b. Report gases included in the calculation (whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all).

tCO2eq = CO2 equivalence, which is a combination of CO2, CH4, N20 c. Report biogenic CO2 emissions in metric tons of CO2 equivalent separately from the gross direct (Scope 1) GHG emissions.

NA d. Report the chosen base year, the rationale for choosing the base year, emissions in the base year, and the context for any significant changes in emissions that triggered recalculations of base year emissions.

Base Year = CY2012 e. Report standards, methodologies, and assumptions used.

Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. Assured to ISO14064 by LRQA f. Report the source of the emission factors used and the global warming potential (GWP) rates used or a reference to the GWP source

IPCC (Intergovernmental Panel on Climate Change) Fourth Assessment Report (AR4 - 100 year) g. Report the chosen consolidation approach for emissions (equity share, financial control, operational control).

Operational control G4-EN16 - ENERGY INDIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 2) a. Report gross energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent, independent of any GHG trades, such as purchases, sales, or transfers of offsets or allowances.

Scope 2Emissions = 242,479 tCO2e b. Report gases included in the calculation, if available.

tCO2eq = CO2 equivalence, which is a combination of CO2, CH4, N20 c. Report the chosen base year, the rationale for choosing the base year, emissions in the base year, and the context for any significant changes in emissions that triggered recalculations of base year emissions.

Base Year = CY2012

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d. Report standards, methodologies, and assumptions used.

Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. Assured to ISO14064 by LRQA e. Report the source of the emission factors used and the global warming potential (GWP) rates used or a reference to the GWP source, if available.

IPCC Fourth Assessment Report (AR4 - 100 year) f. Report the chosen consolidation approach for emissions (equity share, financial control, operational control).

Operational control

II.2.4. Electronic Waste (e-waste)

ELECTRONIC WASTE DMA CSC electronic wastes comprise mostly of, but not limited to desktops, laptops, printers, monitors and servers. Because of our IT services activities, this type of waste is our main concern and we assume our responsibility in implementing policies to remove decommissioned computers, phones and other electronic devices and materials from the waste stream, reducing landfill impacts. Therefore, CSC continues to invest to ensure the responsible and safe disposal or re-use of thousands of our own and our customers’ personal computers, mobile phones and other computing devices. When possible, we refurbish to extend the lifespan of the equipment by as long as 3 years. After refurbishment, the products are reused either by repackaging and putting them into ‘customer owned’ stock for call off as required, selling them through popular auction websites or IT brokers, or donating them to charity. Our third party brokers are vetted to ensure they have the correct sales route preventing equipment being passed to third world countries, where electronics processing, if done improperly, can be detrimental to the local environment.

All products we re-sell have their hard drives erased to Government approved standards; any identification of the previous user is removed; and the device is fully inspected and tested before re-sale. We partner with third party vendors to collect the significant and we track the amount recycled. With our disposal partner, we recycle computing components in full compliance with all relevant environmental legislation. Annually, approximately, 95% of the components, such as ferrous and non-ferrous metals and cables, are recycled. Less than 5% is sent to landfill. Any hazardous materials or parts are removed prior to components being shredded and sent for disposal in line with current regulations. Depending on customers’ security requirements, we will continue to aim to refurbish more items than we recycle. In the US, our e-waste partner has provided innovative go-to-market solutions, to implement reverse supply chain and to ensure the secure and environmentally compliant disposition of CSC’s retired IT assets as well as the assets of CSC’s customers. Reuse through the remarketing of CSC’s qualified, retired IT assets extends the useful life of our outdated PCs, laptops, and LCDs globally. The disposal of IT waste continues to be an important environmental and compliance issue for CSC and our stakeholders. CSC remains dedicated to prudent waste management, applying the established waste hierarchy. TOTAL WEIGHT OF E-WASTE BY DISPOSAL METHOD - NON GRI Waste In FY15, 492 tons of e-waste was saved from landfill, collected via third party vendors, and reused / recycled in the UK and US - a reduction of 16% from the previous year (588 metric tons of e-waste) as a result of promoting the life of equipment and improved procurement. CSC doesn’t yet collect e-waste data globally but plans to have this data available in the coming years. CSC now has a global ITAD (IT Asset Disposition) partner to ensure coverage in all countries where CSC is doing business.

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II.3. Social

II.3.1. Employment

EMPLOYMENT DMA CSC recognizes that economic and global pressures have presented some unique challenges to our clients around the globe and we constantly look for ways to increase the cost effectiveness of our business solution delivery. Like many companies that has involved some belt tightening on our part, but has also created a unique environment for us to adapt our approach and methods to seize this opportunity to focus more on innovation and modernizing our clients IT environments to leverage cutting edge solutions to gain competitive advantages in a tighter market. Attracting and retaining top talent is critical to our success in this rarefied space and we have launched multiple initiatives designed to further improve our value proposition to our employees. Some examples of key focus areas are:

- Recognition programs for top talent such as the newly launched Distinguished Architect award, which recognizes those individuals who truly understand CSCs vision and desire to bring innovative solutions to our clients, and can translate that vision into solutions that tackle real business issues and provide competitive advantages to our customers.

- Future leadership talent is identified through the succession planning process, where we focus on Rising Stars and

Emerging Talent. Rising Stars are individuals at the middle manager level who have the potential to become future successors for senior leader positions in the organization. Emerging Talent are individuals at more junior levels in the organization with the potential to take on positions of increasing responsibility at higher levels in the organization. Development progress is tracked and reviewed as part of the management system.

- There has been an increased focus on the identification, development, and recognition of next-generation technical talent, as well as an overall focus on re-skilling and up-skilling our existing employee base. This approach assists our employees to meet their objectives and aspirations as well as CSC to meet our business goals. Over 800 top CSC technologists were invited to participate in CSC's TechCom held in Atlanta last June. This event was hosted by Dan Hushon, CSC's Chief Technology Officer. Development was one of the key focus areas of the event, and participants were asked to complete individual development plans around the technology in CSC's offerings. In addition, the first nine CSC Distinguished Engineers were recognized for their accomplishments by the CTO and the CEO.

- The development of sales talent and leadership is a focus of our Sales Excellence initiative. We are creating tools for

sales leaders to assess the skills and capabilities of themselves and their teams, and then use this information to drive development activities to improve our sales proficiency. We are also hiring next generation sales workforce leveraging the upskilling and reskilling tools made available to our employees.

- As part of our workforce management strategy we hire approximately 3% of our workforce annually as college and

university graduates from around the globe. These graduates undergo an intensive 2 year development program to ensure they meet the requirements of the business as well as the employee’s career and developmental aspirations.

- Partnerships with industry segment leaders such as our recent alliance with Amazon Web Services, which allows CSC to

send resources directly to Amazon to be trained on AMS. Already over 100 talented technicians have gone through the program with many more scheduled. CSC has achieved 442 VMWare (VCP) certifications as of end of FY15, more than other larger organizations we compete with. We also had 5 employees attending VMWare VCDX classes to attain certification (considered the "doctorate degree" in VMWare). We send our global staff to various training offerings based on customer requirements. For example, this year we invested in Citrix NetScaler and XenDesktop training, EMConline and instructor-led training, Microsoft e online learning and Oracle boot camps throughout the year for our employees. Our partnerships allow additional training from SAP, Computer Associates, Cisco, Hitachi Data Systems, Salesforce and VCE.

- Creation of a centralized integrated workforce management solution. CSC’s focus on integration of talent management

tools and a commitment to leading edge workforce management solutions, deployed and integrated globally, allows us to have deeper visibility into the current shape of our workforce and align it with the future demands of our business.

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Demand triggers from long term strategies, operational goals, and tactical demand are analyzed along with attrition, mobility, rotation, and location strategies to understand gaps in the workforce and develop sourcing solutions to close those gaps. Increasing focus on strategic demand provides the foundation to up-skill, reskill, and cross skill current CSC employees providing increased opportunities for professional growth and development.

G4-LA1 - TOTAL NUMBER AND RATES OF NEW EMPLOYEE HIRES AND EMPLOYEE TURNOVER BY AGE GROUP, GENDER AND REGION

a. Total number and rate of new employee hires for FY2015, by age group, gender and region

Region Gender

Age 30 and

under

% 30 and

Under Age 31-50 % 31-50

Age Over

50 % Over 50

Not

Identified

% Not

Identified

Total All

Ages

Total All

Ages (% of

All Hires)

Americas Male 811 26,80% 1 494 49,37% 721 23,83% 0 0,00% 3 026 100,00%

Female 444 28,74% 743 48,09% 358 23,17% 0 0,00% 1 545 100,00%

Not Identified 80 46,51% 78 45,35% 14 8,14% 0 0,00% 172 100,00%

All Gender 1 335 28,15% 2 315 48,81% 1 093 23,04% 0 0,00% 4 743 100,00%

Asia/MEA Male 579 57,61% 382 38,01% 44 4,38% 0 0,00% 1 005 100,00%

Female 214 63,31% 117 34,62% 7 2,07% 0 0,00% 338 100,00%

Not Identified 0 0,00% 0 0,00% 0 0,00% 0 0,00% 0 0,00%

All Gender 793 59,05% 499 37,16% 51 3,80% 0 0,00% 1 343 100,00%

Australia Male 27 12,80% 138 65,40% 46 21,80% 0 0,00% 211 100,00%

Female 10 17,54% 39 68,42% 8 14,04% 0 0,00% 57 100,00%

Not Identified 0 0,00% 1 50,00% 1 50,00% 0 0,00% 2 100,00%

All Gender 37 13,70% 178 65,93% 55 20,37% 0 0,00% 270 100,00%

Central &

Eastern Male 108 37,63% 148 51,57% 30 10,45% 1 0,35% 287 100,00%

Female 103 58,86% 70 40,00% 2 1,14% 0 0,00% 175 100,00%

Not Identified 0 0,00% 0 0,00% 0 0,00% 0 0,00% 0 0,00%

All Gender 211 45,67% 218 47,19% 32 6,93% 1 0,22% 462 100,00%

India Male 2 097 78,95% 554 20,86% 4 0,15% 1 0,04% 2 656 100,00%

Female 1 172 91,71% 106 8,29% 0 0,00% 0 0,00% 1 278 100,00%

Not Identified 0 0,00% 0 0,00% 0 0,00% 4 100,00% 4 100,00%

All Gender 3 269 83,01% 660 16,76% 4 0,10% 5 0,13% 3 938 100,00%

Nordics Male 64 46,72% 55 40,15% 18 13,14% 0 0,00% 137 100,00%

Female 25 42,37% 31 52,54% 3 5,08% 0 0,00% 59 100,00%

Not Identified 0 0,00% 0 0,00% 0 0,00% 0 0,00% 0 0,00%

All Gender 89 45,41% 86 43,88% 21 10,71% 0 0,00% 196 100,00%

South &

West Europe Male 331 65,03% 163 32,02% 15 2,95% 0 0,00% 509 100,00%

Female 170 76,92% 47 21,27% 4 1,81% 0 0,00% 221 100,00%

Not Identified 0 0,00% 0 0,00% 0 0,00% 0 0,00% 0 0,00%

All Gender 501 68,63% 210 28,77% 19 2,60% 0 0,00% 730 100,00%

UK & Ireland Male 100 23,09% 264 60,97% 69 15,94% 0 0,00% 433 100,00%

Female 51 37,50% 65 47,79% 20 14,71% 0 0,00% 136 100,00%

Not Identified 0 0,00% 0 0,00% 0 0,00% 0 0,00% 0 0,00%

All Gender 151 26,54% 329 57,82% 89 15,64% 0 0,00% 569 100,00%

Total All

Regions All Gender 6 386 52,13% 4 495 36,69% 1 364 11,13% 6 0,05% 12 251 100,00%

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b. Total number and rate of employee turnover for FY2015, by age group, gender and region

II.3.2. Occupational Health and Safety

G4-DMA H&S CSC maintains a corporate global Health & Safety Management System that includes: - An overarching Health & Safety Policy, and - A planned Health & Safety program which includes global health & safety objectives & targets and trained resources for implementing programs within the organization at key locations worldwide. CSC seeks to ensure the mitigation and control of health and safety (H&S) risks to employees, clients and our community as a key business principle. The objective of CSC’s global H&S Program is to provide governance, oversight and direction for managing H&S risks posed by our organizational activities. We focus on a holistic approach, with our goal being to ensure a standard of excellence across our operations. CSC maintains an independently certified H&S management system through Lloyds Register Quality Assurance (LRQA). This certification has been in place since 2005 for BS OHSAS18001: 2007, Safety Management System. Independent certification was recently extended to cover additional multiple locations in three countries worldwide (Australia, UK & Spain). Audits are conducted by LRQA at several sites globally and include the involvement of senior management. CSC’s plans include extending our certifications to cover more countries in the future, based on evaluation of H&S risks.

Region Gender

Under 30

Yrs Old %

31-50 Yrs

Old %

Over 50

Yrs Old %

Not

Identified %

Total All

Ages %

Americas Male 710 12,91% 2 571 46,75% 2 218 40,33% 0 0,00% 5 499 100,00%

Americas Female 409 16,91% 1 095 45,29% 914 37,80% 0 0,00% 2 418 100,00%

Americas Not Identified 35 36,84% 45 47,37% 12 12,63% 3 3,16% 95 100,00%

Americas All Gender 1 154 14,40% 3 711 46,32% 3 144 39,24% 3 0,04% 8 012 100,00%

Asia/MEA Male 441 40,57% 568 52,25% 78 7,18% 0 0,00% 1 087 100,00%

Asia/MEA Female 204 47,78% 207 48,48% 16 3,75% 0 0,00% 427 100,00%

Asia/MEA Not Identified 9 0,00% 3 0,00% 0 0,00% 60 0,00% 72 0,00%

Asia/MEA All Gender 654 41,24% 778 49,05% 94 5,93% 60 3,78% 1 586 100,00%

Australia Male 37 7,58% 294 60,25% 157 32,17% 0 0,00% 488 100,00%

Australia Female 20 16,00% 81 64,80% 24 19,20% 0 0,00% 125 100,00%

Australia Not Identified 0 0,00% 6 85,71% 1 14,29% 0 0,00% 7 100,00%

Australia All Gender 57 9,19% 381 61,45% 182 29,35% 0 0,00% 620 100,00%

Central & Eastern EuropeMale 177 26,90% 347 52,74% 133 20,21% 1 0,15% 658 100,00%

Central & Eastern EuropeFemale 138 45,85% 134 44,52% 28 9,30% 1 0,33% 301 100,00%

Central & Eastern EuropeNot Identified 2 0,00% 5 0,00% 2 0,00% 1 0,00% 10 0,00%

Central & Eastern EuropeAll Gender 317 32,71% 486 50,15% 163 16,82% 3 0,31% 969 100,00%

India Male 2 125 46,25% 2 451 53,34% 18 0,39% 1 0,02% 4 595 100,00%

India Female 1 024 69,19% 455 30,74% 1 0,07% 0 0,00% 1 480 100,00%

India Not Identified 0 0,00% 0 0,00% 0 0,00% 4 100,00% 4 100,00%

India All Gender 3 149 51,80% 2 906 47,80% 19 0,31% 5 0,08% 6 079 100,00%

Nordics Male 28 12,39% 109 48,23% 89 39,38% 0 0,00% 226 100,00%

Nordics Female 20 18,52% 46 42,59% 42 38,89% 0 0,00% 108 100,00%

Nordics Not Identified 0 0,00% 0 0,00% 0 0,00% 0 0,00% 0 0,00%

Nordics All Gender 48 14,37% 155 46,41% 131 39,22% 0 0,00% 334 100,00%

South & West Europe Male 310 40,68% 372 48,82% 80 10,50% 0 0,00% 762 100,00%

South & West Europe Female 133 51,35% 110 42,47% 16 6,18% 0 0,00% 259 100,00%

South & West Europe Not Identified 0 0,00% 0 0,00% 0 0,00% 0 0,00% 0 0,00%

South & West Europe All Gender 443 43,39% 482 47,21% 96 9,40% 0 0,00% 1 021 100,00%

UK & Ireland Male 114 12,13% 498 52,98% 328 34,89% 0 0,00% 940 100,00%

UK & Ireland Female 46 16,61% 157 56,68% 74 26,71% 0 0,00% 277 100,00%

UK & Ireland Not Identified 0 0,00% 0 0,00% 0 0,00% 2 0,00% 2 0,00%

UK & Ireland All Gender 160 13,13% 655 53,73% 402 32,98% 2 0,16% 1 219 100,00%

All Regions All Gender 5 982 30,06% 9 554 48,01% 4 231 21,26% 131 0,66% 19 898 100,00%

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A register of H&S hazards is maintained with specific management programs implemented for “significant” environmental aspects and H&S hazards to ensure that the organization’s key risks are identified and controlled. In terms of management of specific risks, where the magnitude of an identified risk is deemed “intolerable,” CSC's risk management process requires the intervention of senior management to evaluate the impact of the risk and implement effective controls and mitigations. Global senior management has appointed key resources in CSC Regions to drive CSC’s H&S programs. CSC maintains H&S objectives, programs and targets at both a global level and country level to drive compliance to CSC’s policy goals. We measure progress against identified key performance criteria which include both lead and lag indicators and health and safety initiatives implemented during the year. We report this information monthly to CSC’s senior H&S management globally. CSC additionally maintains a rigorous Internal audit program that includes legal compliance audits, management system audits, process audits and client site audits to ensure compliance to legal requirements, international standards, client requirements and CSC's own stringent management system requirements. Management reviews are conducted annually with senior management and stakeholders to determine the suitability of the H&S management system for business activities and related impacts. Issues arising from management system reviews, internal and external audits, monthly lead and lag indicator reports, legal non-compliance improvement notices or complaints from clients and/or members of the public are considered for inclusion in the following fiscal year’s objectives, targets and improvement programs. Where appropriate, CSC attempts to influence our clients’ H&S programs to ensure a mutually beneficial corporate responsibility program. CSC's H&S management system extends to client sites and related aspects with a Client Site Safety Program established to ensure that CSC meets its legal and moral obligations toward both its own employees and the client. We utilize internal as well as contractor staff to deliver solutions to our clients. CSC's processes ensure that only selected contractors who meet CSC's expectations in terms of H&S are permitted to provide services to our clients. This includes the involvement of the global supply chain and the use of sustainable procurement processes in addition to ensuring compliance to applicable country-specific legal requirements. CSC, through our Global HS&E Management System and related policies, attempts to influence and assist our clients in driving strategies toward sustainable environmental practices and H&S programs. ASPECT – SPECIFIC GUIDANCE FOR OCCUPATIONAL HEALTH AND SAFETY CSC runs an Employee Assistance Program to assist employees with issues relating to work and family. Key health issues for the business include stress, musculoskeletal/ergonomic issues and cancers. As required, CSC sponsors internal as well as externally sourced programs to monitor employee health and well-being. These programs are run at global and country levels and include regular seasonal flu vaccination programs and employee health checks in some countries. Some CSC sites also run stress management sessions. Each country develops programs to assist employees. For instance, CSC UK provides an Employee Assistance and Wellbeing Program called My LifeWorks which provides employees with a specialist, personal counseling service manned by professional consultants on the phone to provide practical solutions, information and support on life, health, family, work and finances. This service includes access to a website covering these topics, including health-related information to encourage our employees to take care of themselves, keep fit, eat healthy, get adequate rest and understand and cope with diagnosed chronic conditions. G4-LA5 - PERCENTAGE OF TOTAL WORKFORCE REPRESENTED IN FORMAL JOINT MANAGEMENT–WORKER HEALTH AND SAFETY COMMITTEES THAT HELP MONITOR AND ADVICE ON OCCUPATIONAL HEALTH AND SAFETY PROGRAMS At country level, Health & Safety Committees make up approximately 2% of CSC workforce. CSC also maintains independent certification to OHSAS18001 in selected countries. The CSC Management System requires that consultation and communication with employees form an integral part of the health and safety management system.

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Note: Whilst the "Global HS&E Management System" does not currently include all countries that CSC have a presence in, a global framework for the Safety Management System has been developed and is available on CSC’s Global EHS intranet site. Incident and other related safety Data is collected on a country by country basis and reported at a global level to the EHS Council. Our intention is to progress to the collection of global safety data. Attendance at the EHS Council includes representatives for 25 countries including the USA, Australia & New Zealand, UK & Ireland, Spain, France, Italy, Belgium, Bulgaria, Luxembourg, Turkey, Sweden, Denmark, Netherlands, India, Singapore, Thailand, Malaysia, China, Philippines, Vietnam, Hong Kong, Japan, and the Czech Republic.

II.3.3. Training and education

G4-DMA TRAINING AND EDUCATION CSC views professional development as a corporate responsibility — a strategic investment in our employees’ and the company’s future. Through our global learning management system we offer hundreds of learning programs as well as an outstanding career development system to help all employees reach their potential. Some of these learning programs have earned external awards, including the BEST award, given by the American Society for Training & Development to CSC for exceptional learning practices in the workplace. Providing ways to learn, grow, and explore new and challenging opportunities contributes to our ability to retain a motivated, knowledgeable workforce. Assessing employee abilities and contributions is a cornerstone of development at CSC. Our self-directed learning culture encourages employees to gather feedback informally and frequently about their impact on their teams and projects. We also offer a variety of assessment tools. Our performance review process provides employees with objective feedback not only on specific job results but also on demonstration of certain hallmark traits that we value in every employee. CSC empowers employees to take control of identifying and achieving their career goals through our formal development planning process. Our Career Development Resource Center is a global resource that provides all employees with information, tools and people to support their career planning efforts. Included are tools to gather information about strengths and interests, define a career direction, identify the skills or experiences needed to achieve specific goals and create a plan for enhancing these skills and experiences. We have identified hundreds of roles that exist globally across CSC as well as the corresponding skills needed to succeed in those roles. Employees can use this information to identify their next job or an entire career path, anywhere in the world. We support the belief that people learn best through a multifaceted development approach. A typical learning plan, for example, may include a blend of online courses, technology certifications, instructor-led classes and special assignments. Add in other facets of our learning environment, such as coaching and mentoring, and this creates a robust approach to professional development. Our global environment promotes lifelong learning. We invest in both infrastructure and content to ensure that employees all over the world have access to high-quality learning opportunities when and where they need them, via our employee social media environment and our virtual learning management system, CSC University. Our powerful networks make thousands of courses and virtual learning communities available to all employees 24/7. For example, in FY15 CSC employees as a whole completed nearly 600,000 hours of training via CSC University and approximately 1.5 million total learning hours in fiscal year 2015. See our 2015 CR report, employee section: http://assets1.csc.com/cr/downloads/CSC_CorporateResponsibilityReport.pdf G4-LA11 - PERCENTAGE OF EMPLOYEES RECEIVING REGULAR PERFORMANCE AND CAREER DEVELOPMENT REVIEWS, BY GENDER AND BY EMPLOYEE CATEGORY

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FY2015: 96% of employees received performance/development reviews, and this applies equally regardless of gender to all employees who are classified as Regular Full-Time (the only category of employee required to have reviews by CSC policy). As part of the appraisal process all employees are offered an Individual Development Plan annually.

II.3.4. Diversity and Equal Opportunity

G4-DMA DIVERSITY AND EQUAL OPPORTUNITY To learn more about CSC’s commitment to a diverse and inclusive corporate culture, please visit: www.csc.com/diversity a. Individual differences create a dynamic workplace at CSC. To deliver the best solutions to our clients, we harness the energy, creativity, talents and insights of our diverse global workforce. Our strength lies in valuing differences, encouraging input from all perspectives and uniting teams around common goals. b. As with all of CSC’s business practices, we want our diversity and inclusion initiatives to be as transparent as possible. Awareness and engagement benefits everyone--our clients, our current and prospective employees, and the broader business community. Creating an inclusive and enriching environment that attracts and retains the best people is a team effort, with positive results. c. At CSC, we’ve integrated our diversity and inclusion initiatives into our core human resources and operational programs and processes. As a company with employees around the world, we embrace the many cultures, values and ideas of our global workforce, which collectively drives our success. Our mission and strategy is to attract and retain diverse and results oriented employees who provide exceptional value to our workplace and customers. The perspectives and ingenuity of all our employees help us bring innovative solutions and exceptional value to our global clients. Our diversity and inclusion (D&I) strategy has four dimensions: - We measure our success in Talent acquisition & management and employee engagement - We are engaged in Employee networks and communities; rewarding and recognizing superior performance; Promoting corporate responsibility - We are connected, and invest in diverse partnerships and alliances; recruit a diverse talent pool; build our next generation talent pipeline - We develop and grow by providing resources for professional growth; embracing diversity and inclusion principles practices, competencies. G4-LA12- COMPOSITION OF GOVERNANCE BODIES AND BREAKDOWN OF EMPLOYEES PER EMPLOYEE CATEGORY ACCORDING TO GENDER, AGE GROUP, MINORITY GROUP MEMBERSHIP, AND OTHER INDICATORS OF DIVERSITY a. Report the percentage of individuals within the organization’s governance bodies in each of the following diversity

categories: Gender/ Age group: under 30 years old, 30-50 years old, over 50 years old/ Minority groups CSC Board of Director: http://www.csc.com/governance/ds/21933-board_of_directors CSC Executive Leadership Team http://www.csc.com/investor_relations/ds/32534-management_and_board_of_directors CSC Decision Committee, which includes our CEO and his direct reports.

Decision Committee By Gender

Number %

Female 1 5%

Male 19 95%

Decision Committee By Minority Status

Number %

Minority 2 10%

Non Minority

11 55%

Not identified

7 35%

Decision Committee By Age

Number %

Less than 30

0 0%

31-50 10 50%

51 + 9 45%

Not identified

1 5%

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b. Report the percentage of employees per employee category in each of the following diversity categories: Gender/ Age

group / Minority groups

CSC Employees by Gender FY2015

Region Female Male Not Shared

Total Number % Number % Number %

All Geographies 21 017 29,8 49 283 69,9 216 0,3 70 516

CSC Employees Percentage by Age group by Region FY2015

CSC Employees Percentage by Disabled Status FY2015 (USA only) * Data is for individuals who have self-identified as individuals with disabilities at time of hiring.

Disabled Status All

Disabled Not Disabled

Number % Number % Number %

Region

USA 1522 5,66 25354 94,34 26876 100

CSC Employees Percentage by Veteran status FY2014 (USA only)*

Veteran Status All

Veteran Non Veteran Undisclosed

Number % Number % Number % Number %

Region

USA 13050 48, 56 11375 42,32 2451 9,12 26876 100

Total

Number % Number % Number % Number % Number %

Americas 2 569 9,10% 12 983 45,97% 12 684 44,91% 8 0,03% 28 244 100,00%

Asia/MEA 1 346 29,55% 2 811 61,71% 396 8,69% 2 0,04% 4 555 100,00%

Australia 104 4,80% 1 341 61,94% 720 33,26% 0 0,00% 2 165 100,00%

Central & Eastern Europe 573 13,47% 2 362 55,52% 1 319 31,01% 0 0,00% 4 254 100,00%

India 7 977 42,48% 10 668 56,81% 132 0,70% 1 0,01% 18 778 100,00%

Nordics 224 9,99% 961 42,86% 1 057 47,15% 0 0,00% 2 242 100,00%

South & West Europe 899 22,64% 2 515 63,33% 557 14,03% 0 0,00% 3 971 100,00%

UK & Ireland 405 6,42% 3 302 52,35% 2 503 39,69% 97 1,54% 6 307 100,00%

Total 14 097 19,99% 36 943 52,39% 19 368 27,47% 108 0,15% 70 516 100,00%

Regions

Other/Not

Identified Over 50 Yrs Old 30-49 Yrs Old 18-29 Yrs Old

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CSC Employees Percentage by “Minority” status FY2015 (USA only)*

Minority Non Minority Not Identified All

Number % Number % Number % Number %

Region

USA 8703 32,38 17690 65,82 483 1,80 26876 100

*Note: CSC collects data globally. However the accuracy of the international data is not guaranteed for the following status: veteran, disabled and minority, as definitions vary globally and tracking may be based on unreliable self-declarations.

II.3.5. Supplier Assessment for Labor Practices

DMA and ASPECT – SPECIFIC DMA FOR SUPPLIER ASSESSMENT FOR LABOR PRACTICES We work with thousands of direct and indirect suppliers across the world and expect them to conduct their operations in a socially and environmentally sustainable manner. All suppliers are expected to comply with applicable laws and regulations as well as our social and environmental standards. CSC has integrated the evaluation of social and environmental criteria in the supply chain selection process and expects suppliers to share a commitment to sustainability and citizenship in line with CSC's Responsible Procurement Principles. In 2013 a sustainability memorandum of agreement was added to CSC's global master contracts to which our suppliers and associated subcontractors are expected to agree to adhere pertaining to human rights, labor and corruption and environmental management. As part of our supplier management process, we now ask CSC suppliers that exceed a certain business volume with us to answer a supplier sustainability questionnaire, which covers how they respect internationally recognized human rights, labor and anti-corruption standards, diversity and environmental sustainability, supplier diversity and data security. Our screening to date has not identified major risks or significant negative impacts related to their social or environmental performance. In the event of major non-compliance with our standards, we would work with our suppliers and request corrective actions. We also use background checks at the early stages of our tender process. G4-LA14 - PERCENTAGE OF NEW SUPPLIERS THAT WERE SCREENED USING LABOR PRACTICES CRITERIA This year we continue to enhance our responsible supply chain efforts by monitoring and enforcing the Memorandum of Agreement (MOA) which incorporates a wide range of social, labor, ethical and environmental factors. To further strengthen accountability we are requiring suppliers to provide annual feedback on their performance, and we are training our supply chain professionals to understand the importance of ethical, environmental and human rights considerations in the supply chain. In January 2015, we asked our top 45% of suppliers by spend to complete a supplier sustainability scorecard. • http://www.csc.com/cr/ds/82786-our_corporate_responsibility_policies_and_principles • http://www.csc.com/cr/ds/118945-csc_responsible_supply_chain_program • http://assets1.csc.com/cr/downloads/CSC_Responsible_SupplyChain_Principles_FINAL.pdf • http://www.csc.com/about_us/ds/29629-supplier_diversity • http://www.csc.com/uk/ds/11507/113901-sme_engagement_programme

II.3.6. Non discrimination

DMA FOR NON DISCRIMINATION The CSC Equal Employment Opportunity Policy guides our engagement in management practices including, but not limited to, recruitment, selection, job assignment, subcontracting/procurement of goods and services, transfer, promotion/demotion, layoff, return from layoff, discipline including termination, training, education, tuition, social and

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recreational programs, compensation and benefits without unlawful discrimination on the basis of and without regard to race, color, religion, national origin, citizenship, marital status, sex, sexual orientation, gender identity, age (40 or over), genetic information, disability, pregnancy, protected veteran status or any other basis prohibited by law. We base our policy on HRMP 202 - Equal Employment Opportunity that states: “This Policy extends to employees and applicants for positions within U.S. Business Units and other CSC geographies to the extent required by applicable laws. However, if any specific provision directly conflicts with applicable country law, regulation or labor agreement, the relevant country law, regulation or labor agreement will supersede that section or provision, and the remainder of this Policy will still remain in effect.” CSC also relies on its Policy defined in the Ethical and Legal Business Conduct that states that: “CSC shall pursue and conduct all of its business everywhere in strict accordance with the highest standards of ethics. CSC’s officers, executives, managers, and supervisors shall strive as ethical leaders to create and maintain a culture of integrity and compliance in all business activities, in all places, and at all times. CSC also promotes an organizational culture that encourages ethical conduct and a commitment to compliance with CSC’s Code of Business Conduct, with internal company policies, and with the law. All CSC employees shall observe and preserve CSC’s core corporate values, make decisions and choices that are consistent with these values, and comply with applicable internal policies and the law in all places where CSC does or seeks to do business.” G4-HR3 - TOTAL NUMBER OF INCIDENTS OF DISCRIMINATION AND CORRECTIVE ACTIONS TAKEN CSC does not provide metrics due to the sensitivity/company confidentiality.

II.3.7. Supplier Human Rights Assessment

ASPECT – SPECIFIC DMA FOR SUPPLIER HUMAN RIGHTS ASSESSMENT We work with thousands of direct and indirect suppliers across the world and expect them to conduct their operations in a socially and environmentally sustainable manner. All suppliers are expected to comply with applicable laws and regulations as well as our social and environmental standards. CSC has integrated the evaluation of social and environmental criteria in the supply chain selection process and expects suppliers to share a commitment to sustainability and citizenship in line with CSC's Responsible Procurement Principles. In 2013 a sustainability memorandum of agreement was added to CSC's global master contracts to which our suppliers and associated subcontractors are expected to agree to adhere pertaining to human rights, labor and corruption and environmental management. As part of our supplier management process, we now ask CSC suppliers that exceed a certain business volume with us to answer a supplier sustainability questionnaire, which covers how they respect internationally recognized human rights, labor and anti-corruption standards, diversity and environmental sustainability, supplier diversity and data security. Our screening to date has not identified major risks or significant negative impacts related to their social or environmental performance. In the event of major non-compliance with our standards, we would work with our suppliers and request corrective actions. We also use background checks at the early stages of our tender process. G4-HR10 - PERCENTAGE OF NEW SUPPLIERS THAT WERE SCREENED USING HUMAN RIGHTS CRITERIA This year we continue to enhance our responsible supply chain efforts by monitoring and enforcing the Memorandum of Agreement (MOA) which incorporates a wide range of social, labor, ethical and environmental factors. To further strengthen accountability we are requiring suppliers to provide annual feedback on their performance, and we are training our supply chain professionals to understand the importance of ethical, environmental and human rights considerations in the supply chain. In January 2015, we asked our top 45% of suppliers by spend to complete a supplier sustainability scorecard. • http://www.csc.com/cr/ds/82786-our_corporate_responsibility_policies_and_principles • http://www.csc.com/cr/ds/118945-csc_responsible_supply_chain_program • http://assets1.csc.com/cr/downloads/CSC_Responsible_SupplyChain_Principles_FINAL.pdf • http://www.csc.com/about_us/ds/29629-supplier_diversity • http://www.csc.com/uk/ds/11507/113901-sme_engagement_programme

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II.3.8 Anti-corruption

DMA FOR ANTI-CORRUPTION / ASPECT – SPECIFIC FOR ANTI-CORRUPTION CSC has an Anti-Corruption Program which includes continuous risk assessment activities to identify corruption risks and risk mitigation activities. CSC uses various factors in its risk assessment including CPI scores, size of business, number of third parties, type of business and number of public sector customers. CSC employees are required to avoid situations that may compromise their judgment by causing a conflict between their personal interest and the interests of the company. Employees must investigate their own affairs and ask questions to their managers, Human Resources or the Ethics and Compliance Office (ECO) when there is uncertainty about a situation. When these situations arise, employee must promptly disclose the potential conflict to avoid any problems. Conflicts of interest are included in the CSC Code of Business Conduct and annual Code of Business Conduct training. CSC has a centralized approval process for all charitable giving worldwide, which is managed by the CSC Philanthropy Team. All proposed charitable contributions must be reviewed by the CSC Philanthropy Team and approved in accordance with the procedures it has established. The Philanthropy Team receives training that includes anti-corruption concerns regarding charitable donations. Anti-corruption training is included in the CSC Annual Code of Business Conduct training that is required of employees each year. Additional training in anti-corruption is given to various employees and business partners in high risk regions or holding certain roles within the organization. This additional targeted training is given throughout the year as needed and includes in-person training. CSC participates in various collective action activities including policies and procedures on anti-corruption, "Tone at the Top" messaging from senior management, a third-party due diligence program, various training opportunities both online and in-person, regular communications to employees on anti-corruption issues and ongoing audit and monitoring activities to address our highest risks. Our Business Conduct Policy referring to Anti-Bribery/Anti-Corruption, states that “CSC will compete fairly for business solely on the merits of its competitive offerings. Employees are prohibited from bribing anyone to obtain, retain, or direct business, or to secure any other improper advantage. Neither CSC nor any of its associated persons, commercial intermediaries, or other third-parties will make or be a party to any improper payments. Third-party commercial intermediaries will be engaged only with a written agreement and only after a satisfactory evaluation of a comprehensive, risk-based, independent due diligence inquiry regarding business integrity. CSC policy requires that all business development gift and/or hospitality expenditures be recorded accurately and completely in CSC’s books and records, where no false, misleading, incomplete, inaccurate, or artificial entries are to be knowingly be made for any reason. G4-SO4 - COMMUNICATION AND TRAINING ON ANTI-CORRUPTION POLICIES AND PROCEDURES Anti-corruption is included in CSC's Global Code of Business Conduct and training completed by all employees annually. Additional training in anti-corruption is given to various employees and business partners in high risk regions or holding certain roles within the organization. This additional targeted training is given throughout the year as needed and includes in-person training. Various communications are also sent to all employees throughout the year on anti-corruption topics in company-wide emails, newsletters and intranet posts.

II.3.9. Anti-Competitive Behavior

DMA FOR ANTI-COMPETITIVE BEHAVIOR AND COMPLIANCE a. As a large multinational corporation doing business in more than 70 countries, from time to time CSC may be involved in various legal proceedings in the ordinary course of business. As a publicly traded company, any significant legal matters affecting the company are disclosed in our corporate filings. During the reporting period, CSC has not had any legal actions regarding anti-competitive behavior or violations of anti-trust and monopoly legislation in which the organization has been identified as a participant. CSC has a policy covering anti-competitive behavior, anti-trust and monopoly practices entitled “Compliance with Anti-Trust Laws”. CSC is committed to the principles of fair competition and the regulation of activities

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that would violate long-standing antitrust protections. As such, CSC’s policy requires compliance with the laws governing economic regulation and the preservation of a competitive and free enterprise system. b. Please check our CSC Code of Business Conduct, available in 8 languages. G4-SO7 - TOTAL NUMBER OF LEGAL ACTIONS FOR ANTI-COMPETITIVE BEHAVIOR, ANTI-TRUST, AND MONOPOLY PRACTICES AND THEIR OUTCOMES During the reporting period, CSC has not had any legal actions regarding anti-competitive behavior or violations of anti-trust and monopoly legislation in which the organization has been identified as a participant. As a publicly traded company, we disclose in our corporate filings any significant legal matters affecting the company. Please refer to www.csc.com, under Investor Relations section: http://www.csc.com/investor_relations/ds/34081-sec_filings

II.3.10. Compliance

DMA FOR ANTI-COMPETITIVE BEHAVIOR AND COMPLIANCE Please see above

G4-SO8 - MONETARY VALUE OF SIGNIFICANT FINES AND TOTAL NUMBER OF NON-MONETARY SANCTIONS FOR NON-COMPLIANCE WITH LAWS AND REGULATIONS During the reporting period, CSC has not had any legal actions regarding anti-competitive behavior or violations of anti-trust and monopoly legislation in which the organization has been identified as a participant. As a large multinational corporation doing business in more than 70 countries, from time to time CSC may be involved in various legal proceedings in the ordinary course of business. As a publicly traded company, we disclose in our corporate filings any significant legal matters affecting the company. Please refer to www.csc.com, under Investor Relations section: http://www.csc.com/investor_relations/ds/34081-sec_filings

II.3.12. Product and Service Labeling

G4-DMA - DMA FOR CUSTOMER SATISFACTION a. Customer satisfaction is significant as it is a key indicator of how CSC is meeting our customers’ needs and delivering value. b. Customer satisfaction data is used throughout the organization to positively impact customers. c. CSC does not make statements outside of the company about our client satisfaction results. ASPECT–SPECIFIC GUIDANCE FOR CUSTOMER SATISFACTION Describe organization-wide practices in place to assess and maintain customer satisfaction. These may include: -The frequency of measuring customer satisfaction -Standard requirements regarding methodologies of surveys -Mechanisms for customers to provide feedback CSC views clients as partners and in that light seeks to incorporate their voice in everything we do. Satisfaction is a key driver to CSC's ability to leverage our wide array of capabilities and resources for clients. Customer feedback is captured globally through a variety of methods including, but not limited to, surveys, service delivery reviews, project-related calls and meetings, relationship meetings, sponsored and internal events, quarterly business reviews, digital and social media presence, customer summits and strategic discussions. This information is captured on a continual basis to ensure that customer needs are heard, understood and properly met. To these ends, CSC monitors satisfaction, loyalty and advocacy. Metrics adopted include the universally recognized Net Promoter Score, which is also applied to employee incentive targets. By enabling our customers to meet their goals, we are able to meet ours. This symbiotic relationship is a reflection of our continued belief that our clients are our partners.

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G4-PR5 - RESULTS OF SURVEYS MEASURING CUSTOMER SATISFACTION: a. Report the results or key conclusions of customer satisfaction surveys (based on statistically relevant sample sizes) conducted in the reporting period relating to information about: -The organization as a whole -A major product or service category -Significant locations of operation a. Customer satisfaction results are used to: - Calibrate service delivery to drive increased customer value - Innovate to establish new and compelling services for customers - Align CSC's overall strategy to our customers’ objectives The information is subject to specific confidentiality constraints: CSC does not make statements outside of the company about our client satisfaction results. Whilst as a publicly quoted company subject to SEC guidelines we do not provide any market-sensitive data that is not in the public domain, our Net Promoter Score has been improving over the three years we have been conducting the Program globally.

II.3.13. Customer Privacy

G4-DMA - DMA FOR CUSTOMER PRIVACY As a provider of information technology services to private and public sector customers operating in a number of regulated industries and countries, we handle sensitive client data, including personal information and information relating to sensitive government functions. CSC, like other global companies, recognizes that privacy and the safeguarding of confidential employee, client, and business partner data including the protection of personal data ("confidential information") from a multitude of risks in an increasingly sophisticated and interconnected business environment is a key business imperative. CSC’s Global Privacy & Data Protection Office aims to foster uniformly and cohesively the protection of confidential information as well as comply with international regulations on data privacy and data transfer. Implementation and maintenance of a global data privacy program is a strategic part of achieving consistent data protection across all CSC companies worldwide via standardized policies and privacy aware employees. CSC privacy and information security policies and procedures are designed to mitigate and minimize vulnerabilities including loss, misuse, unauthorized access, and unauthorized disclosure of confidential information including personal data. In this regard, comprehensive and strategic mitigation of the risks associated with a data breach is a top priority for CSC and includes a preconceived crisis management plan to prepare for potential data breach incidents through a data breach response team triaging adequate defined and comprehensive investigation and notification protocols to ensure a coordinated timely data breach response, including management escalation and reporting actions as well as management of remediation efforts. If a breach occurs, CSC will duly report the incident to the relevant customers and authorities in accordance with contractual and legal requirements. To ensure that company, client and personal information is accessed only to meet business requirements, CSC provides employees with training on privacy and security matters. In addition, CSC is Safe Harbor self-certified via the European Union and the U.S. Department of Commerce to signal our compliance with global privacy and data protection requirements. Across our global Data Security Program, we use cyber security expertise to deter and mitigate threats, and we maintain ISO 27001 Information Security Management certifications at key delivery centers. G4-PR8 - TOTAL NUMBER OF SUBSTANTIATED COMPLAINTS REGARDING BREACHES OF CUSTOMER PRIVACY AND LOSSES OF CUSTOMER DATA / SASB TC0102-09 - NON GRI: DATA SECURITY Any specific communication is deemed client confidential information and cannot be disclosed under these circumstances.

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SASB TC0102-09 - NON GRI: Data Security: NUMBER OF DATA SECURITY BREACHES AND % INVOLVING CUSTOMERS’ PERSONALLY IDENTIFIABLE INFORMATION The information is subject to specific confidentiality constraints. Reason(s) for Omission(s): confidentiality Explanation for Omission(s): CSC is subject to confidentiality constraints.

II.3.14. Business Continuity

G4-DMA - NON GRI: BUSINESS CONTINUITY / TECHNOLOGY DISRUPTION (BC/TD) a. CSC has corporate governance programs for corporate security, information security, business resilience and disaster recovery. Policies support each area, and services exist to assess, prepare, test and mature the company to manage BC/TD. Management's approach is to avoid, mitigate or remediate negative impacts.

b. CSC deploys a holistic approach to business resilience designed to facilitate the response to and management of adverse events at every level of the company with the goal of minimizing the negative impacts a crisis, business disruption, or emergency can have on operations, customers, resources, revenue, reputation, and shareholders. CSC has developed plans that are reviewed and exercised regularly and teams that are trained regularly to facilitate the swift implementation of recovery and continuity strategies and procedures.

The Program encompasses crisis management, business continuity and emergency response to facilitate the management of undesirable events at all levels of the company (i.e., executive/corporate level, regional level, site level, and operational level).

We have assembled a global Business Resilience Group (BRG), led by the Corporate Crisis Coordinator, which reports to Workplace Operations within CSC’s Finance organization. The BRG is responsible for establishing the business resilience capability globally and facilitating a coordinated response during a crisis, business disruption or site emergency.

Crisis Management: Crisis management focuses on decision-making and communications during a crisis. We have developed a Corporate Crisis Management Plan that documents Corporate Crisis Management Team (executive leadership) roles and responsibilities during a corporate crisis. We have also developed Regional Crisis Management Plans that document Regional Crisis Management Team (regional leadership) roles and responsibilities during a regional crisis.

Business Continuity: Business continuity focuses on the recovery or continuity of critical business processes within CSC’s corporate functions and accounts. Through a business impact analysis (BIA), we are identifying and prioritizing those processes and services that cannot lapse for 4 hours to 30 days without having a significant adverse impact. Our focus is on the recovery or continuity of processes in the absence of key third parties, applications and systems, buildings or staff (TABS). Our business continuity efforts are closely aligned with our disaster recovery efforts to facilitate the quick recovery of applications and systems needed for the continuity of critical business processes and services.

Disaster Recovery: To mitigate against the adverse impacts of a technology disruption, CSC requires technology business units, sectors, and regions to implement documented technology disaster recovery strategies and capabilities that meet business requirements. Disaster Recovery Plans (DRP) outline the procedures for the restoration of critical systems and data in the event of a crisis or disaster, including the loss of a data center or specific technology. The critical DR plans are reviewed and tested at least once a year.

Emergency Response: Emergency response focuses on safeguarding staff and recovering facilities following a site-level disruption. It documents evacuation and shelter-in place procedures as well as Emergency Response Team (ERT) roles and responsibilities. Our emergency response capabilities are designed to align with the Incident Command System (ICS), where applicable, and are flexible to address individual country requirements.

c. We have completed an internal service maturity measurement based on Control Objectives for Information and Related Technology (COBIT) to measure effectiveness. The COBIT is a framework created by ISACA for information technology management and IT governance. We also conduct internal and external audits against the programs. Results are as

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expected based on the funding and resources assigned to the program. What CSC is doing differently as a result is that management has shifted scope to be more in alignment with key risk areas versus looking at all of CSC. SASB TC0102-14 and TC0102-15 - BUSINESS CONTINUITY / TECHNOLOGY DISRUPTION 1. Number of performance issues: The information is subject to specific confidentiality constraints. 2. Days of service disruptions: The information is subject to specific confidentiality constraints. 3. Total customer downtime: The information is subject to specific confidentiality constraints. 4. Discussion of business continuity risks related to disruptions of operations: See G4-DMA - NON GRI: BUSINESS CONTINUITY / TECHNOLOGY DISRUPTION section above. Reason(s) for Omission(s): confidentiality Explanation for Omission(s): CSC is subject to confidentiality constraints.

II.3.15. Intellectual Property

G4-DMA - NON GRI: INTELLECTUAL PROPERTY a. CSC’s intellectual property (“IP”) constitutes critical business assets of the Company. These assets are uniquely fundamental to the Company’s continued growth and success. CSC’s active support of the creation and protection of Company IP is vital to maintaining CSC’s leading position in the marketplace and effectively confronting competitive threats. b. As an industry leader in technology and innovation, the Company focuses on IP protection at every level. In addition, a dedicated, global team of IP professionals exercises vigilance over Company IP in collaboration with relevant cross-industry teams to gain strategic insight and to achieve optimal results. For example, CSC protects its innovations and R&D investments under the leadership of an IP Team that closely manages the procurement, maintenance and enforcement of all intellectual property rights, including patents, trade secrets, trademarks and copyrights. Along with safeguarding CSC intellectual property, we use proven methods to safeguard the IP entrusted to us by clients, suppliers and others. Please refer to our 2015 CR report Governance section p.6 “Honoring Rights To Intellectual Property”. c. We evaluate the success of our approach by assessing the value and support we provide to the Company and our shareholders. We strive to protect and grow the R&D and technology investments made by the Company. We also support the strategic direction of the Company and help to safeguard it from competitive threats.

SASB TC0102-16 and TC0102-17 - NON GRI: INTELLECTUAL PROPERTY

1. Number of patent litigation cases, number successful, and number as patent holder Information related to 2014 (FY15) patent litigation is subject to specific confidentiality constraints. We do not comment on any aspects of any currently pending patent litigation.

2. Amount of legal and regulatory fines and settlements associated with anti-competitive practices in US Dollars

CSC has not had any fines or settlements during the reporting period associated with anti-competitive behavior such as those related to enforcement of U.S. laws and regulations on price-fixing, anti-trust behavior (e.g., exclusivity contracts), patent misuse or network effects and bundling of services and products to limit competition including violations of the Sherman Antitrust Act of 1890 and the Clayton Antitrust Act of 1914.